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Applying the tools to the management of
relationships with past, present and future employees requires a leap beyond the
capacities of most current vendors. Still caught in the monolithic models of the
Internet as a substitute for broadcasting technologies, they rarely
differentiate among the basic categories of potential employee let alone provide
for their care and feeding. Customer organizations are not without sin. Anyone
with more than a couple of years experience will have lived through one or more
"flavor of the month" programs designed to persuade workers to treat
each other "like customers". Employees, whether past, present or future are
customers. They are not "like customers". This is not a game of
pretend where you role play as if the target were a customer. They
are customers who make regular investments in the company and increasingly want
to know, in detail, what the return is on that investment. Introducing a CRM
system that manages relationships, bringing delight and deeper understanding on
both sides of the equation must begin with a real commitment to this point of
view. It will take time and patience to make it a fundamental value of the
organization. It's pretty clear, at this point, that different
technical tools are required to manage each of the subgroups of employees (past
present and future). The areas of interest and possibilities for relationship
development vary significantly. Motivations for involvement with your
organization also vary widely. Useful tools are being developed in each area
though no vendor appears to offer more than one. The following table is a preliminary attempt to
articulate the gross differences between the groups. Deep relationships require
that you know various things about each of the individuals in the group.
Acquiring the raw data, through relationships and research, is a task that
varies in difficulty and technical complexity for each group. The table
underscores the relative differences between the groups and the reasons behind
thinking that they'll each require separate systems and infrastructure Difficulty Of Information
Acquisition By Employee Class You could also build a matrix of workforce
requirements that is used to segment the three groups of employees into
occupational categories and quantities of need. We think that the first step is
building the organizational commitment to treat employees as customers. Then, a
really detailed strategy for developing a reliable supply ought to be a
straightforward question.
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